Let’s talk a bit about the importance of data collection as a tool in Conflict Management. Effective conflict mediation is contingent upon two critical factors: an effective analysis of the situation and an appropriate strategy or plan to resolve the issue at hand. With respect to the analysis of the conflict situation, it is essential for the mediator to both gather and analyze data specific to the situation and the parties involved (Moore, 2003). In addition, once the data is collected and analyzed the mediator must design and implement a plan to address the issues and ensure a satisfactory resolution for all parties involved. While sounding simplistic in concept, the actual process can be very complex.
Data gathering and analysis lays the framework for building the plan. A key component of this is the need for the mediator to understand the people and/or groups involved. Not only is it important to understand who is involved, but also the attitudes of those individuals and what potentially would constitute a win for each (Wilmot & Hocker, 2007). For example, consider the case of a management and union negotiation. The intent and desire of each group is to walk away from the table with a win to take back to their respective teams. For the union negotiators, it may involve increased job security, better wages, or a comprehensive benefit package. On the management side, it may result in the ability to stop a potential strike, reduce expenditures, or secure a wage structure that is in line with enhancing organizational growth, minimizing costs, and increasing shareholder value. A resolution that skews to heavily to one side can adversely impact the current relationship between the parties involved or put future negotiations at risk as the group on the losing end may look to seek retribution for prior losses or perceived indignities. With this in mind, the mediator may want to adopt a positional approach to data gathering (Moore, 2003). Essentially, the positional approach allows the mediator to uncover individual and group’s positions on various issues associated with the conflict (Moore, 2003). Take the aforementioned conflict between management and union negotiators. A positional approach done through a face to face interview with both parties could yield that the major issue with the union is the need to provide their members with a comprehensive health benefit package. The management team may be willing to concede this point in lieu of a larger salary increase or in return for a longer contract term that caps wages and salary. In this manner, both parties would be able to go back to their respective constituencies with a win.
Once the data is gathered, it is essential that a structured mediation plan be employed. A mediation plan essentially answers the question “how do I use the data?” Conflicts are situational in nature and different approaches may be necessary based upon a number of factors and require the use of different strategies and approaches (Moore, 2003). A mediation plan outlines the appropriate approach and what data may be relevant. Two key ingredients, however, are the need for both parties to feel as though they have had the opportunity to express their views, opinions and needs and the need for the mediator to be both unbiased and respectful to all involved (Wilmot & Hocker, 2007).
References
Moore, C. (2003). The mediation process: Practical strategies for resolving conflict. San Francisco: Jossey-Bass
Wilmot, W. & Hocker, J. (2007). Interpersonal conflict. New York: McGraw-Hill
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